Search results

This paper describes the developments in the control of spot welding from Bosch Rexroth with particular reference to body‐in‐white applications. The Bosch Rexroth MF system uses 1 kHz rather than conventional 50 Hz in the control of spot welding and DC current rather than AC at the weld gun. The several benefits of this arrangement are discussed including lower power and energy losses, lighter cabling and a more compact weld transformer. Also described is a new ultrasonic adaptive control system developed by Bosch Rexroth which enables the growth of the weld nugget to be monitored and recorded for traceability.

Adequate means for easily viewing, browsing and searching knowledge graphs (KGs) are a crucial, still limiting factor. Therefore, this paper aims to present virtual properties as valuable user interface (UI) concept for ontologies and KGs able to improve these issues. Virtual properties provide shortcuts on a KG that can enrich the scope of a class with other information beyond its direct neighborhood.

Virtual properties can be defined as enhancements of shapes constraint language (SHACL) property shapes. Their values are computed on demand via protocol and RDF query language (SPARQL) queries. An approach is demonstrated that can help to identify suitable virtual property candidates. Virtual properties can be realized as integral functionality of generic, frame-based UIs, which can automatically provide views and masks for viewing and searching a KG.

The virtual property approach has been implemented at Bosch and is usable by more than 100,000 Bosch employees in a productive deployment, which proves the maturity and relevance of the approach for Bosch. It has successfully been demonstrated that virtual properties can significantly improve KG UIs by enriching the scope of a class with information beyond its direct neighborhood.

SHACL-defined virtual properties and their automatic identification are a novel concept. To the best of the author’s knowledge, no such approach has been established nor standardized so far.

Business model innovation (BMI) provides enormous opportunities to multinational corporations (MNCs). Consequently, some MNCs have created dedicated BMI units. Yet, research only provides limited guidance and lacks empirical evidence on the implementation of BMI processes in a corporate environment through dedicated units. Accordingly, the main goal of the research is to shed light on understanding the role (s) of a dedicated BMI unit and how it interacts with the existing businesses to help them identify, evaluate or implement new business models.

This work adopts a case study approach as a research design (Yin, 2015). In particular, the study is set up as a single in-depth case study in a holistic design (Yin, 2013). The data consists of a total of nine extensive interviews with employees of Bosch’s BMI unit, as well as project team members the unit has worked with. Of the nine interviewees, six are working within the BMI unit (internal perspective) and three are members of two project teams, i.e. customers of the BMI unit (external perspective). Archival records serve as an additional source of evidence aimed at enhancing internal validity.

This research is the first work to determine the explicit roles of an MNC’s dedicated BMI unit throughout the BMI process. Through derivation of roles from the tasks and responsibilities of Bosch’s BMI unit in each process phase, six overarching roles have been identified, namely, process owner, executor, enabler, challenger, networker and connector. Simultaneously, this work has suggested the existence of process-independent roles, namely, knowledge intermediary and trainer.

The case study approach underlying this work allowed an in-depth investigation of the BMI process and the BMI unit of Bosch but the results are still based on a single case study. In this regard, limitations that occur for qualitative case study approaches are also relevant for this study, i.e. although careful analysis to reveal the stage-gate such as the design of BMI processes or the roles of a dedicated BMI unit was performed, a certain degree of subjectivity remains.

The results underline that a dedicated BMI unit within an MNC constitutes a way to allow for managing the cross-functional and complex tasks of BMI by giving projects the necessary flexibility to develop while remaining aligned and benefitting from the organizational setting. This paper further observes that a dedicated BMI unit expresses an opportunity to define responsibilities for corporate BMI processes that are described in the literature (Geissdoerfer et al., 2017; Tesch, 2019; Wirtz and Daiser, 2018). Thus, the results may be used by practitioners working in MNCs to understand some of the issues related to the implementation of BMI processes in a corporate context, i.e. how to organize and structure BMI (Geissdoerfer et al., 2017; Winterhalter et al., 2017) or where to locate and how to interlink BMI with existing corporate functions (Chesbrough and Rosenbloom, 2002; Cortimiglia et al., 2016).

The outcomes of this work are twofold. First, building on existing literature, a process model for BMI through dedicated BMI units is proposed. Second, based on findings from the in-depth case study, eight overarching roles a BMI unit can hold have been identified. Thereby, this work constitutes a starting point for intensified research on the value and the implications of dedicated BMI units in the context of BMI and BMI processes.

The purpose of the paper is to highlight the considerations and lessons learned from a re-layout project in an assembly area for productivity improvement. The case study took place in Bosch Rexroth Oil Control Nonantola (Italy) with satisfactory results. The paper suggests how to approach reorganization projects with focus on productivity improvements following defined targets.

After an analysis of the initial status, the authors examine several plausible layout alternatives: the main comparison criteria and their weights are defined. Then a scoring/measuring procedure follows for the criteria of each alternative, and the alternatives are compared using principal parameters analysis (PPA).

The paper lists common considerations and lessons learned in the re-layout process. Using the PPA, the authors validate the best solution for the company.

This paper shares a valuable experience that is general enough to be shared with many other assembly systems. A unique experience combining re-layout planning, MTM and use of PPA is shared with the readers.

The purpose of this paper is to develop and test an extension of a previously conceived framework for improving and embedding project management (PM) practice in organisations. The framework identifies the most useful project management improvement initiatives (PMIIs) and the key factors for embedding PM practice. However, professionals need guidance on how to operationalise such framework in their organisations, therefore a method for applying the framework is developed.

The method being proposed for applying the framework is demonstrated and tested with a large University–Industry consortium case study. During the case study analysis three research methods were applied: participant observation, document analysis and focus groups.

In what concerns both the PMIIs and key embedding factors in the framework, the proposed method comprises their acknowledgement, scoring, relevance analysis, selection and planning. The detailed report on how the framework was applied in the particular case study also sheds light on how University–Industry consortiums can make use of PM to become more successful.

The research was performed using only one case study which limits the generalisability of its findings.

Detailed guidance is provided for applying the framework’s both constructs, “improving” and “embedding”, through a set of clear steps.

The paper shows the explanatory power of the framework for improving and embedding PM practice in a case study, demonstrating that the method for its application is practical and suitable.

Ten events made up the new total engineering and manufacturing (TEAM) exhibition, one of which, factory automation (FA) is the focus of this article. A main sponsor of FA was Bosch Rexroth, and a report is given on the state of the company since the acquisition of Rexroth by Bosch. Descriptions are given of a new range of Rexroth Bosch articulated arm robots and an application of the company's Turboscara robots assembling lambda exhaust control probes. Other exhibitors featured are ABB with a new heavy duty robot, Orwin Automation who demonstrated an automatic bagger, part of its flexible intelligent packaging systems (FIPS) range and DT Assembly and Test who promoted its project and value engineering expertise. Finally, reference is made to GE Panametrics hand held ultrasonic weld testing system.

The German automation systems builder Robert Bosch has added a SCARA‐type robot to its product range. Brian Rooks went to Stuttgart to see the new machine and applications of other Bosch automation equipment.

ON show for the first time at MACH 88 from the Industrial Automation Division of Robert Bosch Ltd., is their flexible Direct Numerical Control (DNC) system for machine tools.

This description of the variety of applications for swivel arm robots is based on an address given by Joachim Bernt and Horst Kauffmann at the 7th International Conference on Assembly Automation, held in Zurich, 4–6 February 1986.